Lucian Coleman once wrote, “A disciple who disdains learning is no less paradoxical than a cowboy who won’t go near horses.” I find that humorous and at the same time very accurate. As we lead, our leading should always be to cause learning in those following. The word cause means to produce, initiate, or affect. Cause is defined as; a person or thing that gives rise to an action. Our desire should be to initiate, produce, and affect the learning of our employees/volunteers.

Jesus set a prime example for us. He selected 12 men from various backgrounds. They represented a good cross-section of the culture of the day. Mostly, unlearned men, Jesus selected men because of their potential to be leaders in His Kingdom. Various backgrounds, unlearned men with all the prejudices of the day, yet, the one attribute they each had (well at least 11) was they were teachable.

Training (equipping) those who follow us (employees/volunteers) involves 3 steps, just as Jesus demonstrated with His disciples. Successful leaders assist their followers in observing, practicing what they’ve learned, and then training others also. What a wonderful joy when those we have trained and equipped become the teacher for newer employees, volunteers, or church members.

In the corporate world, we have devolved to simply finding someone who needs work (or a paycheck) and placing them in a position where they have no passion, skill, or desire to work. Unfortunately, in the church we have followed the same pattern – filling an empty slot with a warm body, any warm body. This only breeds discontent and low output.

A leader is a learner and should always be pouring into those following. It will not be at the same level for each person, but willing learners are more productive. Jesus called to few men with short statements like, “Follow me.” When He did these men dropped their workload and followed. Why? The reason is most of these men had already had some short interactions with Jesus. Jesus’ profound leadership was clearly evidenced through these early interactions. These 12 men had already observed (the first step) Jesus’ ability. He apparently demonstrated likeable leadership qualities through simple observation, to cause these men to want to learn and to follow Him in learning.

Is your leadership causing people to want to follow you? Those you lead are your disciples, if only for the job they are being paid. Treat them as disciples. Grow them to be the best disciples possible. They will be more productive and will also produce a positive, learning atmosphere for newcomers.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.

Throughout pregnancy women have cravings for particular foods. Sometimes these cravings seem peculiar to others, like pickles and ice cream, together. Truth be known, we all have cravings. Cravings for particular foods, cravings to be accepted, cravings to be the best at our jobs, cravings to have the highest skill level possible for what we enjoy.

It is these cravings that drive us forward. With the exception of the foods, these other cravings listed above propel us to improve our skills, abilities, and likeability. As leaders, we are to provide the information, resources, and tools to assist everyone in our charge in improving their personal ability assets. This will bring about effective production.

In addition, leaders should provide the source for craving. Is it possible that we are not providing the crave factor for our employees/volunteers? I believe in many instances the crave factor is missing in the workplace and in ministry. People who yearn to know a certain subject prove to be advanced learners. This yearning is a craving for knowledge and skill, a craving to be accepted and valued. This is not only in the workplace or ministry field. This craving applies to every area of life, including at home.

In the workplace and in ministry, when we, as leaders can determine the correct, needed craving and then set out to create that craving, we will see effective production from our employees/volunteers.

Too often we set the wrong craving. When we should be setting the table for steak and lobster, we are setting for bologna and cheese. Someone develops a yearning or craving for something because it is towards a goal they want, not one you thrust on them. A pregnant woman craves pickles and ice cream because the brain is reacting to the body’s need for both sugar and salty-brine. Take some time and search for the correct craving.

Oftentimes we may intend to create a craving, when in fact, we are only thrusting our demands on employees/volunteers. As a leader, be the brain that sends the impulses to meet the needs of the organization. Only be certain to send impulses that create a craving (passionate desire) to meet the needs of the organization. Remembering the craving must compel each person from the inside, not the organization’s point of view. When as a leader you can create this proper craving in your charges, you will see improved productivity and higher morale.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.

Apathy and disinterest had set in like a disease. It seemed no one in the church cared any longer about the true mission of the organization. Seth had been pastor for four years and he had not been able to motivate the church members to do the work of the church. “Oh, they were good at church work,” Seth thought.” But there is a vast distinction between church work and the work of the church. There seemed to be zero interest in the true work of the church – accomplishing their organizational mission.

“If they (the members) would only get busy and do something outside these walls,” Seth pondered, “then we could see some action. We would see some change. But they won’t. It’s like they are waiting for me to do it all. I’m only one man. I’m not supposed to do it all.”

Seth found himself in a position with many other pastors. A congregation full of apathetic, disinterested churchgoers. Seth had tried all the trending motivational techniques, to no avail. Now frustration had set in for this pastor. Reality is, apathy had crept into Seth’s life as well. So, Seth made a phone call. A phone call that would change the direction of the church.

Nine months after that phone call, Seth again found himself pondering the condition of his congregation. Only things were not so bleak this time. New people were again coming into the church. People’s attitudes were different, brighter, even bubbly. Change was taking place, a transformation. And the change was in the hearts of the people of the church.

When asked by a friend what the church was doing differently, Seth replied, “We’re changing the culture. We’re not there yet, but we are making strides and God is blessing.”

In North America we have allowed a culture of complacency into our churches over the past few decades. Without realizing it, we have ushered apathy and boredom into our churches. Yes, we invited them in. And now, they’re like a mangy, stray animal that will not leave your front porch.

When boredom, apathy, and disinterest enter the workplace, we have a tendency to blame the workers. Seldom do we take an inside look at the culture we, as leaders, have created. To change a culture research tells us, will take between three to five years. Changing a culture will always require doing things differently. This begins with the leadership. Leadership must be willing to make the first changes. And it begins with the way we lead.

You cannot expect change if you continue in the same leading practices. What Seth found, was someone willing to spend time with him, pouring into Seth, allowing Seth to transform his own leadership abilities. Seth’s personal culture had to change before he could lead a cultural change in his church. You can do the same. Find that gifted leader who is willing to pour into you. As you come to a place of willingness to be changed, God can and will use you.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.

William sat in his office looking over his agenda for the upcoming staff meeting. It is a copy of the same agenda he used last week – and the week before, and the one prior. Actually, it is the same agenda each week. Reviewing his agenda one last time before leaving his office for the staff meeting, William wondered, “What would it take to liven up our staff meeting and overflow to our congregation with excitement?”

Effective leaders use observation before setting their agenda. Their observation is always for a need, a congratulatory moment, or an area for improvement. Effective leaders use observation first. They never set an agenda trusting it to meet a need. Observation for the need comes first. When we read the letters written by the Apostle Paul in the Bible’s New Testament, Paul always addressed the specific needs of each congregation. His letters are not carbon copies sent to the various churches and cities where he had ministered.

Jesus, Himself, did likewise. As He walked life’s roads, He addressed the need at hand. One young (wealthy) man came to Jesus and asked what he must do to enter heaven. After some conversation, Jesus stated, “Go and sell all that you have and give to the poor. Then come follow me.” Scripture tells us, the man walked away sad. He valued his possessions too much to sell or give them away.

On another occasion, a man approached Jesus with a similar question, but wanted to wait until his father died and he was able to settle his father’s estate, before he would follow Jesus. Jesus reply to him was, “Let the dead bury the dead.”

Why did Jesus use two differing responses with these men? Why did Jesus not tell the second man to go and sell all that he had? Jesus addressed the need in the heart of each man. The first man was wealthy and perhaps greedy. The second man wanted to continue enjoying life as he knew it. The first man was not willing to sacrifice his wealth and possessions. The second man was not willing to sacrifice the pleasures of life. Jesus addressed the need in the heart of each man, as He did with everyone he met.

One important factor of leading is understanding the necessity in selecting the proper topic of need, instruction, or guidance. In business and in life leaders become stuck in a rut. The way out of a rut is observation, look around, see what else is available. If your desire is effective production from your employees/volunteers, watch for the area of needed instruction, guidance, and encouragement.

Did Jesus start with His content, then look for someone to listen to him? No, Jesus always began with the need and then taught on overcoming that need. Perhaps, need-meeting is a primary force of effective leadership.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.

Don was a member of one church where I served on staff. He truly had a servant’s heart. Don had retired from a local factory and spent much of his time serving God leading Bible studies and services in nursing homes, visiting shut-ins, and the sick in the community. I cannot remember a time when Don was not available and ready to serve in whatever capacity was needed; whether it was visiting, a demolition or refurbishing project, or driving someone to the airport or doctors appointment. Don truly was a servant of God and it humbles me still today when I think of his selfless, faithful service to our Lord.

I begin this article with my perspective of Don Hollingsworth because he taught me a lot and when God called me away from that church, I feel Don gave me one the greatest compliments I have ever received. On our last day of service with this particular church Don stood before the congregation and said, “One thing I learned from George is there are no problems in life, only opportunities.” Don went on to explain what that meant in general and in his personal life.

That may not seem like what you would consider a great compliment. I was not expecting this comment, still I consider it a compliment and a testimony of living day in and day out of how iron sharpens iron. Here was a man twenty plus years my senior, whom God was using to influence and encourage me and sometimes to humble me as well. Following his statement I began reflecting on our four years together in ministry and could recall Don entering my office, riding in the car to a visit, or even sitting at lunch. Though I may not have realized the events when they happened, I could now recall Don entering my office and saying we have a problem, or sitting at lunch, or in the car saying something similar using the word problem. My response was always the same, “Don, we don’t have a problem, we have an opportunity.” Then we would begin to explore the opportunity. What did God have in mind and in store for us through this opportunity?

You may ask what is the difference. The difference, I believe is huge and of cataclysmic proportion. When we look at issues and situations as problems, our efforts and outlook are only focused on the negative. No matter how we try to explain away our attitudes and actions dealing with problems always originate from the negative plane. You cannot put enough spin on your words or actions to remove it from the negative.

On the other hand when you deal only in opportunities you always deal from the positive plane. Where ever there is an opportunity there is the prospect of betterment. When we deal with opportunity our thoughts are on improvement or becoming better. I believe it is nearly (if not always) impossible to view opportunity from a negative plane. Opportunity imparts a positive point of view and positions you for a constructive approach to your situation or issue.

When we view our situation as a problem we almost always push the reasoning to someone or some event outside of our control. “It was the economy.” “Our people are not doing their job.” This is human nature because we cannot possibly view ourselves as the “problem”.
However, when we deal with opportunities we always probe how we can improve our organization, ourselves, and the productivity of our employees or volunteers. Dealing with opportunities in this manner becomes a winning situation for everyone.

Even in personal life those who deal in problems will always operate out of the negative plane. “I really messed that up. I don’t know what I am doing.” That is certainly dealing from a negative, problematic point of view. There was certainly something gone wrong here. I did mess up, the opportunity is, now how can I learn from this and take action steps to improve and demonstrate that I can do this and greater things than this.

Hopefully, by now you can see this is much more than semantics or a play on words. There is an enormous difference in attitude and action toward the issue, the people involved and the desired improved outcome.

In life you are given opportunities to help yourself and others. As long as you view people or situations as problems you will never rise above a negative perspective on life. And you will never be all that God created you to be. However, once you begin to view life as a series of opportunities, not only will your life improve. You will assist in the improvement of life for many. That my friends is the purpose God has for you in life.

Remember, there are no problems in life, only opportunities. Let’s improve something today!

This post first appeared on January 12, 2012.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.

Though Shirley had not been looking forward to the task ahead, she walked out of her boss’s office with vigor and determination to get the job done. Shirley was charged up, invigorated ready to slay the dragon. Why? What made the change in her disposition. After all, Shirley had been vocally dreading this task for two weeks. The difference came because Jane, Shirley’s boss, is a spark plug leader.

Jane understands human behavior and knows her employees. She has a caring personality and demonstrates it to those who work for and with her. Jane, it seems, can make any employee feel good about themselves even in undesirable circumstances. Yet, as Shirley explains, it is much more than making you feel good. Jane has a way to make you feel you can “slay the dragon” ahead of you. Five minutes with Jane and you’ll charge headlong into action, and you’ll complete the task you’ve been dreading for months. It has happened time and time again with her coworkers and employees.

Jane is a spark plug leader. A gas engine does not run without at least one spark plug. A spark plug’s purpose is to generate enough electrical energy to create an electrical spark which in turn ignites the fuel to run the engine. A spark plug leader must know his people well enough to understand what motivates him/her. This is the fuel that needs to be ignited. People are different. Therefore, the fuel that ignites one man’s work passion, will likely be different from the man working next to him.

The spark plug leader learns these motivators (fuels) and through passion and a caring attitude, builds the electricity needed to ignite the fuel in each employee to charge ahead into the task that awaits. Greater results are accomplished through spark plug leaders than high octane leadership. In other words, some leaders attempt to get the fires burning in their employees/volunteers work ethic, by dousing the situation with more high-octane fuel. High octane fuel ignites quickly, but also burns out quickly.

Don’t be a high-octane leader. Learn to be a spark plug leader. Effective production will increase along with morale and employee retention.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.

Bruce Wilkinson tells a story of taking his two children, David 7 Jenny fishing for the first time. David had no problem baiting his hook with a worm. Jenny on the other hand refused to. Not accepting the fact that she needed a worm on her shiny hook to catch a fish, she walked to one end of the little pier and cast her shiny hook and bobber into the pond. Her brother on the other hand baited his hook, cast and caught a fish quickly. Jenny came running to see, but still could not be convinced to use a worm on her hook.

After David’s third fish, Jenny was convinced it was his “lucky pole”. So, Dad had them switch poles. David continued to catch fish, while Jenny’s empty hook, remained bare. She began to cry, and her Dad asked, “Do you know why you are not catching fish?” Jenny was convinced the shiny new hook should be enough to attract fish.

Jenny was expecting the fish to accept her concepts and thoughts. She did not consider the fish like to eat worms, but not bare metal hooks.

In organizations, churches, and classrooms today we have many leaders and teachers who are like Jenny. Many classrooms and organizational meetings are structured around the needs and desires of the teacher/leader. As Bruce Wilkinson says, “You can’t force fish to bite your hook; neither can you force students to learn.”

It is the fisherman who prepares and baits the hook. Fish do not bait hooks. In like manner it is the leader’s (teacher’s) responsibility to prepare the material to be conveyed in a manner that is interesting and relevant to our listeners.

If fish are not interested in eating green beans and potatoes, fishermen do not use them as bait. They use what will attract the fish, that bait which is interesting and relevant. As a leader, if I want my listeners to grasp, accept, and put to use the information I present, then I must prepare to deliver it in a manner that will attract their attention. If your employees, volunteers, students, are not motivated by your presentation, they’ll certainly not be motivated to put it into practice.

Don’t be afraid to bait your hook (prepare your presentation). Be sure you ae using that which is interesting and relevant to your listeners.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.

“The Value of learning is determined by how effectively the teacher builds comprehension, integration, and practical application.” Bruce Wilkerson

As leaders we are teachers. As teachers it is our responsibility and obligation to not only impart knowledge, but also to give resources that generate relevant usage. If the information we are sharing is not transferrable in the mind of our charges (students, employees), then we are either creating trivia buffs or speaking a foreign language to them.

As memorization and comprehension of facts are important to learning and growing in our performance, being able to integrate and utilize the information should be the leader’s main objective for his learners (employees). One reason people consider meetings boring is there is no practical application given with new information presented. Seldom do leaders (teachers) teach for lasting life-change. In the workforce this is a critical step oftentimes omitted from training and delivering of new information.

Dispensing information does not create lasting change, nor does it guarantee useful memorization. Memorization for memory purposes only is trivia. It may become useful, it may not. However, when we give new information along with practical uses, people catch the application and how to apply this in their performance. Adding application is not simply telling people how to use it. This would be the fastest way, but the least effective of producing retention for performance change.

Allowing time to practice is naturally the first line of application we think of. But, application can also take the form of questions ex. “How could this new technology assist you in your performance?” or “What can you see as the two greatest advantages of applying this to your situation?” Application can also be shown through stories and illustrations.

The Value of learning rests on the leader, not the learner.

There are numerous ways to assist your employees/volunteers in integrating new information, new technology, new ways into the workplace, church, or individual lives. Move away from being only a knowledge dispenser. Instead, become an organizer of learning experiences that compels people to grow with even greater effectiveness.

To find out more contact George Yates and visit SonC.A.R.E. Ministries.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life

As leaders, we must also strive to become master teachers. One of the gifts of a master teacher is that he/she can craft a lesson in such a way that the pupils gain the desired understanding, yet never realize the lesson is being taught. It becomes an experience of learning, not a session being taught.

It has been said that our subconscious mind often learns at a quicker pace than the conscious. I first came to realize this as I studied the ways children learn. During that course of learning a case study was presented. When a family moves to a new country with a different language, it is the children who learn the new language first. The adults may attend numerous hours of class instruction over the course of several weeks attempting to learn the language. Yet, most adults still struggle in acquiring the language and its nuances.

Children on the other hand learn the language subconsciously while playing with peers their own age. The children weren’t trying to learn as they played. The learning simply came involuntarily as they did what children do, play. And children master the language much more quickly than adults. In every case studied, the results were always the same. The subconscious often learns quicker than the conscious.

As leaders, teachers, we must move away from being only dispensers of knowledge to become models, mentors and organizers of learning experiences. The conscious mind only receives facts it is prepared to receive. Perhaps you have heard students come out of a classroom saying, “I’m on brain overload.” It is not that his/her brain is truly overloaded. It is that the amount of facts or depth of information presented was much more than the mind was ready to receive.

I am no accountant, yet I do enjoy playing with numbers, sometimes. But to sit and listen to an accountant speak on the ins and outs of bookkeeping would remind me of screeching fingernails on a chalkboard. Accounting is deeper than my simple number crunching mind can absorb.

A good leader or teacher will learn how to arrange facts and information for easier memory recall. It is true that part of learning happens through repetition. Yet, I contend that nothing flips into your long-term memory until there is a benefit attached to the learning experience. You do not pull a map out each time you go to the grocery store, right. You do not have to because early on you realize there is a benefit to you by going to the grocer. That benefit is good tasting satisfaction.

Be a leader who creates learning experiences for those you lead. If they can realize a benefit to themselves, they will learn and be a more productive employee/volunteer.

To learn more about becoming an organizer of learning experiences, pick up a copy of Teaching That Bears Fruit or contact George Yates.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life

As a child, my nephew, Cody, wanted to be like his Dad, my brother, Jim. I remember my brother telling the story of taking Cody to the mall one day. Cody was probably four or five at the time. Since Cody wanted to be like his Dad, they dressed alike that day. Both wearing similar colored casual pants and the same colored t-shirts. As they were walking through the mall Jim noticed Cody kept dropping back, walking behind his Dad. The first couple of times Jim slowed down and called Cody to catch up. Upon Cody’s dropping back one more time, Jim realized what Cody was doing. Cody was falling behind on purpose.

Not only was he dropping back, he was lining himself up directly behind his father and mimicking his father’s movements. Cody wanted to be like his Dad. Upon this realization, Jim began making other, out of the way, movements and gestures. He would run his left hand through his hair. Cody did the same. If Jim put one hand in his pocket, Cody did the same. If Jim looked left, Cody followed suit. Jim kept this up for several minutes, because the one other factor he had noticed is the smiles his son was bringing to all the people in the mall who had seen this attraction that morning.

They say imitation is the greatest form of flattery. Imitation is certainly one of our two God-given learning abilities. Children learn from their parents and others, how to walk, talk, adopt particular mannerisms and much more. Leadership styles are often acquired in the same fashion.

We tend to take on the leadership traits of the leaders we have served under. Often, it is that leader or leaders who showed interest in our personal professional development. Observation is often the best teacher. We tend to take on certain traits of those we follow. Observation lends to imitation as Cody demonstrated in the mall twenty some years ago. Imitation is one of our God-given ways of learning.

Unfortunately, there also those leaders who have adopted the traits of leaders that were not appealing as an employee. While the younger may not have liked or appreciated these leadership traits, she may adopt them, because it is what was modeled to her as a leader. This unhealthy leadership trait transfer can be problematic, for the leader, the employees, and the organization.

The bright side of this is that leadership qualities and traits can be changed and improved. Every leader should continuously strive to improve and graduate to a new level of leadership. I am a proponent of every leader developing new leaders. Regardless of your position in life, you are influencing someone. Therefore, you are a leader. Your goal should be to not teach someone to be like you, but to help him/her unearth his God-given skill and to develop to his or her greatest potential. Along the way, always encouraging each one to reach levels beyond your own leadership plane.

I believe one of the highest forms of compliment is when a leader’s protégé reaches heights beyond his mentor leader. Strive to be a growing leader who grows leaders.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life